組織成員對組織變革之觀感與反應—以W公司為例

Abstract

本研究的目的主要為藉由了解W公司員工對某特定一次組織變革的觀感與反應，辨認W公司於該次組織變革過程所發生的問題，並透過與學理上組織變革成功應具備要素做對照比較，探究W公司組織變革失敗之可能原因。 本研究共訪談了三位前任或現任的W公司員工，於訪談過程中，三位受訪談者對於該次組織變革的內容及程序多抱持否定的看法，也都表示不少員工是抗拒該次變革的。 本研究將訪談結果及W公司組織結構與Kotter的變革八步驟及數位學者的變革抗拒相關理論結合，說明W公司變革失敗的可能原因，包括：未創造組織變革的急迫感、未組成強力變革聯盟、提出的變革願景不可行、未溝通變革願景及未移除變革障礙等等。 本研究並提出四點建議供推行組織變革時參考：一、加強與組織成員溝通；二、變革願景應可行；三、讓組織成員參與組織變革規劃；四、應採取漸進性變革。

The main purpose of this study was to identify the problems occurred during the process of a particular organizational change of company W by means of understanding employees’ perception and reaction to the organizational change, and to explore possible reasons why company W failed by comparing with the doctrinal elements of a successful organizational change. Three employees, former or present, were interviewed. All three interviewees held negatives views of the organizational change, both in its contents and procedure, and expressed that quite a few employees were resistant to the organizational change. Combining interviews and organization structure of company W with Kotter’s eight step change model and relevant theories with respect to resistance to change proposed by several scholars, this study described the possible reasons why Company W failed the organizational change, including having not created a sense of urgency, having not developed the right vision, having not put together a group with enough power to lead the change, having not communicated the vision to organization members, and having not eliminated key obstacles. This study provided four suggestions as a reference for organizational change: 1. Improving communication with organization members; 2. The vision must be feasible; 3. Involving organization members in the design of organizational change; and 4. Pursuing incremental change.